beyond role profiles; successfully meeting it business challenges with sfia
DESCRIPTION
For many IT organizations, Role Profiles are the starting point for using the Skills Framework for Information Age (SFIA). However, there is significantly more value to be had by extending the use of SFIA in your organization. These are the slides from a joint webinar hosted by Peter Leather (Independent SFIA Consultant and leader of the SFIA User Forum) and Andy Andrews (President, salary.com Europe)TRANSCRIPT
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Andy Andrews, President, Salary.com Europe
Peter Leather, Independent SFIA Accredited Consultant
Beyond Role Profiles
Successfully Meeting
IT Business Challenges with SFIA
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
3
I have a long legacy in Learning and Development
within the IT sector – from college lecturer and
training consultant to training manager.
I was one of the original founders of InfoBasis Ltd – a
provider of skills management software and the first
accredited software provider for the SFIA framework.
I have a wealth of experience in helping organizations
such as the Ministry of Justice, Visa, Aviva and
Safeway to implement SFIA and other skill
frameworks.
Previously I have worked for Microsoft Learning
Services where I gained my first experience with
implementing skills management programs.
Andy Andrews
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A specialist in developing the capability of Business
Change & IT organisations and developing internal
communities of practice
Over 20 years experience working with major IT,
financial services and professional services
organisations.
I have more than 6 years hands-on experience using
SFIA operationally and strategically
Accredited SFIA Consultant
Leader of the on-line global SFIA User Forum.
Speaker at the SFIA UK Capability Management
conference in 2007
Peter Leather
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Salary.com: What We Do And Who We Are
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
7
What SFIA looks like
The framework provides a clear model for
describing what ICT practitioners do. It is a
two-dimensional matrix.
People exercise skills at different
levels. SFIA recognises seven levels of
professional skill. The levels range
from 1 at basic entry to 7 at a very
senior level, normally in a large
organisation.
The Skills Framework for the Information Age is owned by The SFIA Foundation: www.SFIA.org.uk.
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What SFIA looks like
1 Follow 2 Assist 3 Apply 4 Enable 5 Ensure 6 Initiate7 Set
strategy
Business Change
Client Interface
Solution
Development &
Implementation
Service
Management
Procurement and
management
support
Strategy &
Architecture
Increasing Levels of autonomy, influence, complexity
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skills in
6
groups
•Each skill defined at up to 7
levels
•Not all levels relevant to each
skill
•Total of 295 skill level definitions
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SFIA Framework Structure
Categories
Proficiency Levels
Sub-category
Skill NameAssessable Levels
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SFIA Framework Structure
Skill
Description
Skill Level
Proficiency Description
Framework Level
Proficiency Description
Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA
Foundation: www.SFIA.org.uk.
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e.g. Project
Management
Process Abilities
e.g. Project Planning &
Control
e.g. Results
orientation
e.g. Java
ActionAction
ActionAction
ActionActivity
e.g. Prepare release plan
Professional Skill
Behavioural Skill
Knowledge
Experience
Have demonstrated
competence by …
Assessing overall competence of Individuals and/or the IT Workforce
SFIA framework
focuses on
Professional skills
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
13
Benefits of a Skills Framework
Why use a skills framework in the first place?
• Provides a common language to describe skills in the business
• Helps individuals and the organization to understand what „good‟ looks like
• Enables an agile workforce by using a common reference for skills
• Identifies skills required for career path development
• Rationalizes role profiling for selection and recruitment
• Helps to integrate Talent Management processes
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Benefits of SFIA
• Mature, well established and used worldwide to describe IT skills
• Developed by the IT industry for the IT industry
• Covers entire IT & IT-related professions / end to end IT & Business Change
• Recognized and used by government and professional bodies. Underpins IT
professional accreditation schemes
• Owned and maintained by The SFIA Foundation (BCS, e-skills UK, The IET, IMIS and
itSMF). Vendor neutral and not-for-profit. Facility for user input into regular updates
• Free licensing aside from commercial offerings, regularly updated
• Translated into English, Japanese, Chinese and Spanish. German version due in
2010.
• Supported by accredited consultants and partners
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
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SFIA Beyond Role Profiles
Do any of these areas represent a challenge to your IT business?
• Ensuring that your people have the skills to support your IT business strategy
• Successfully delivering your IT projects by assigning people with the right skills to them
• Reducing the cost of expensive contractors by developing and utilizing existing employees
• Retaining employees by providing career paths and development opportunities for all
• Enabling high performance by supporting IT process improvement frameworks such as ITIL
• Reducing the impact of losing IT staff with key skills
• Supporting manager-employee development discussions
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Strategy Development
• Business Plan
• IT & technology plan
Organisation design
Process design
Technology and applications architecture
Role requirements
Skill requirements
•Gap analysis
•Prioritization
•Action planning
OperationalPeople Management
•Skills assessment
•Skills development
•Performance management
•etc
Skills Prioritization
Analyse 3-5 year
outlook
Incorporate
technology
strategy
Prioritize critical
skills for future
business needs
Plan for change
Support for IT Strategy Development, Planning &
Implementation
Maintain
Grow
Transition
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Deliver your IT projects successfully by assigning
people with the right skills to them,
Some Common Resourcing Problems
• Resource limitations constrain both project selection and project delivery
• Dissatisfaction with "depth" of high quality resources
• Complex legacy environment necessitates maintenance of a wide variety of skills
• No common language to facilitate demand and supply planning
• Resourcing decisions based on “who you know” not “what you know”
• Resource requests always urgent – little opportunity to forward plan
• Cost of external resources v time to develop skills
• Projects don‟t want the overhead of developing staff
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Deliver your IT projects successfully by assigning
people with the right skills to them,
Demand
Planning
Workforce
Preparation
Strategic
Planning
Workforce
Planning
Using SFIA
• Skills assessments
• Short listing suitable resources
• A common language for demand & supply
• Prioritizing skill requirements
• Align development of staff and track skills
development
• Improved resourcing processes
• Roles based sourcing strategy
Resource
Selection
Resource
RequestsResource
Management
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● Use skill analysis and skills prioritisation tools (link to strategic and operational plans) to
identify skill areas you need to develop in-house
● Compare cost of external resource with costs and benefits of internal resource
development
● Monitor development of these skills (this stock of skills should increase)
● Monitor use of external resources being used to supply these skills (this stock of skills
should decrease)
● Assess / audit external resource providers to ensure quality levels are being met
● Set competitive rate cards between competing resource suppliers using SFIA as
standard benchmark
More effective use of external resources
Use SFIA skills / levels as
benchmark for target quality
cost of resources
Resource buyers
Use SFIA skills / levels to
demonstrate the quality of
your resources and the
value they bring
Resource providers
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Retain and engage your employees by providing career paths
and development opportunities for all
1. follow
2. assist
3. apply
4. enable
5. ensure / advise
6. initiate, influence
7. set strategy, inspire, mobilise
Solid performers – the vital many
Under performers
Potential to develop new skills / undertake new roles
Pipeline• Pipeline for progression to
more senior roles, applying skills to new environments or focusing on technical specialism.
Career progression
to wider roles
Performance
Role Specialists
Focus on extracting the
value.
Depth of skill
Specialist
VersatilistGeneralist
Source: Gartner
Research
Scope Using SFIA to underpin
graduated career steps and
role types. Clarify the learning,
development and experience
required to move between
career positions.
Design of career paths,
recruitment / assessment
processes for career
progression and talent
management processes to
enable career paths for all -
future leaders, technical
specialists, managers,
generalists
Strategic Intent
Workforce
Supply
Workforce
Demand
Workforce Management
1.Attract
2.Identify
3.Build
4.Buy
5.Keep
6.Lose
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2010 2011 2012
Process Improvement Targets
Support for process improvement frameworks
Process
ToolsPeople
E.g. ITIL, CMMi, CobiT, People CMM
• Defined, repeatable processes go well with a common language for skills & skill levels.
• A big benefit of SFIA is the end to end coverage of IT & Business Change processes.
• CMMI and CobiT have specific process areas which deal with people and people performance.
• ITIL does not but does recognise the importance of developing people.
• The People CMM focuses exclusively on the development of people and the workforce.
Improving capability requires a
mix of process, people and tools.
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Reduce the impact of losing IT staff with key skills and
knowledge.
Source: Adapted from Corporate Leadership
Council
Risk of critical positions
remaining vacant
Vacancy Risk
Risk of underdeveloped
successors
Readiness Risk
Risk of poor assimilation of
IT staff
Transition Risk
Risk of poor deployment of
IT staff against business
goals
Portfolio Risk
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SFIA Beyond Role Profiles (Bersin)
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Why Are Competencies Important? (AberdeenGroup)
37%
36%
31%
30%
0% 5% 10% 15% 20% 25% 30% 35% 40%
All Organisations
Lack of skills to meet organizational needs
Excessive first year turnover among new hires
Consistency in employee competence
Weak or limited leadership pipeline
Internal challenges to address via assessments
18%
17%
14%
-10%
-12%
8%
2%
7%
0%
0%
-15% -10% -5% 0% 5% 10% 15% 20%
Not Using Assessments
Using Assessments
Employee productivity
Quality of hire
Employee performance
Recruiting costs
Overall turnover
Impact of assessments
in Talent Management
Source: Aberdeen 2009 Study; Assessments in Talent Management
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SFIA Applications
Applications Value Proposition
Recruiting and Selection Match the best candidates to key positions. Reduce unsuccessful hires. Set clear
expectations for new hires
Learning and Development Define most critical areas for development. Allocate training resources based on
strategic objectives. Reduce misguided, inconsistent training
Resources Planning Staff projects, teams and organizations based on critical requirements. Reduce
mismatches, and under and over skilling
Performance Management Set clear standards of “how” work should be completed. Provide a common language
for the performance discussion. Provide foundation for productive development and
feedback through the year
Succession Planning Define expectations for progression. Prepare succession candidates for future roles.
Career Planning and
Development
Provide framework for employee-based career planning that aligns to company
objectives, management input and career aspirations
Organizational Design Create the best current and future job structure
Compensation Use competency ratings to inform base and variable pay decisions
Strategic Planning Define the needed skills to execute on the strategic plan
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Summary of Business Drivers
What are the IT business issues we are looking to address through SFIA?
Are there any changes to our IT strategy that would benefit from implementing SFIA?
Are there any operational risks that would benefit from a SFIA-driven initiative?
What are the reports or applications that we would need to derive to address these
issues?
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
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The Role of Technology
Using SFIA with technology provides a
common platform for Talent
Management initiatives in the
organization:
Career & Succession
Planning
Learning Needs
Analysis
Risk Analysis
Recruitment & Selection
Resource Planning
Compensation
SFIA
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The phases, sequence and content
The Role of Technology
Analyze Skills
Assign Learning
Set Skill Objectives
Validate Assessments
Assess Skills
Model Organization
Define Role Profiles
Define Skills
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Employee Skill Gap Analysis
How do our team managers know which employees require the greatest
development? And which skills should they target for development?
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Organizational Capability Analysis
What is the capability of the
organization - the strengths
and weaknesses?
How many people have each
skill and what is their level
of mastery?
What are the areas of risk?
Which people have key skills in the
organization? How can we plan for
their potential departure?
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Organizational Skill Gap Analysis
What skill gaps do we have which would prevent us from meeting our business
objectives? How will these impact each function within the organization?
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Subject Matter Expert Identification
How can we find out who does
what in the organization so that
we can put the right people on
the right project?
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Candidate Analysis
How do we find out who is best suited
for each role in the organization?
Or which other roles would better suit
them?
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Skill-Based Learning Needs Analysis
How can we identify what our highest priority learning and development
needs are in order to run the business? What are the highest priorities?
What will it cost to deliver them?
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Learning Plan Analysis
How can we plan skill-based
learning activities and schedule
according to priority?
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
39
Skills Management in Practice
Some practical suggestions in summary:
• Don‟t forget the principles of Change Management
• Get an Executive sponsor and make sure they are visible
• Define success criteria - clearly link the program to your strategic /operational plans, communicate the results
• Developing skills takes time – set realistic expectations and timeframes
• Identify your stakeholders and get them „on board‟, articulate the benefits
• Make sure employees and managers know what‟s in it for them
• Engage line managers - support them with SFIA and „soft skill‟ training
• Run a „pilot‟ program, learn from it
• Leverage existing skill, role profile content, keep it simple
• Make participation a performance objective, integrate into the review process
• Create a fan base and advertise, advertise, advertise!
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Summary of Implementation Considerations
Sponsor?
Pilot group?
Stakeholders?
Project Manager? Business or HR?
Point of pain? Success criteria?
Pilot duration?
Communications plan?
Manager training?
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q &A
42
What’s in it for the Organization?
Risk Management:
• Do we have the critical workforce skills to compete today and in the future?
• What knowledge, skills, and abilities are walking out the door when an employee leaves?
Succession Planning:
• What is our bench strength?
Development Planning:
• Are we expending our development resources in the right areas, in the most efficient way?
Organizational Alignment and Communication:
• How do employees know what the company expects of them?
• Are individuals‟ jobs and competencies aligned with corporate objectives, strategies, and goals with
individuals‟ jobs?
Staffing and Recruiting:
• Are we hiring in the right skills at the right levels for the right positions?
• Do we have the talent in-house?
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What’s in it for Managers
• Which skills do I need to be successful in my job?
• How does my job fit in with organizational strategies?
• What responsibilities do I have for?
developing organizational capability and skills
managing staff
getting value from external resource
implementing resource strategy
• How do I develop my staff? Is it consistent with what other managers are doing?
• How can we objectively discuss required job responsibilities and knowledge?
• Does my team have the right skills for the next critical project?
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What’s in it for Individuals?
• How does my job fit in with the organizational strategies?
• Which skills do I need to be successful in my job?
• What are my career opportunities?
• Are my skills visible to other parts of the organization?
• How can we objectively discuss required job responsibilities and knowledge?
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SFIA Benefits Summary
SFIA will help your organization to:
• Execute your business strategy by developing the skills that support your business
objectives
• Stay competitive by developing and retaining an appropriately skilled workforce
• Reduce your costs by identifying „real‟ training needs, reducing contractor spend and
recruitment costs
• Maximize workforce ROI by developing and utilizing employee skills effectively
• Mitigate risk by identifying skills gaps and shortages and reducing the risk of non-compliance
• Develop intellectual capital by developing the capability of the organization
• Retain and engage employees by identifying and facilitating employee development and
improving utilization
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Agenda
Introduction to Salary.com
Overview of SFIA
Why SFIA?
SFIA Beyond Role Profiles
The Role of Technology
Key Factors to Successful Implementation
Review and Conclusions
Q & A
47
Questions and Answers
Thank you for your time
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Contact Information
Andy Andrews
Tel: +44 (0) 1235 540 140
http://europe.salary.com
For further information on Salary.com‟s skills management
technology solutions contact:
Peter Leather
Tel: +44 (0) 1423 504453
http://ex-p.co.uk/sfia
For further information on SFIA consulting services and the
SFIA User Forum contact:
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